Recommended Budget 2020-2021This document presents the recommended Revised Budget for Fiscal Year 2020-21, including an update to revenue projections, as well as the result of the

Recommended Revised Budget

Fiscal Year 2020-21

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TABLE OF CONTENTS

Overview ........................................................................................................................................ 1

Operating Budget .......................................................................................................................... 6

Tuition, Fee, and Room and Board Rates ................................................................................... 6

Financial Aid and Institutional Discounting ............................................................................... 7

Enrollment and Tuition Revenue Assumptions.......................................................................... 10

Personnel ................................................................................................................................... 12

Summary of Changes ................................................................................................................. 14

Multiyear Projects ...................................................................................................................... 16

Capital Budget ............................................................................................................................. 18

Grants and Contracts Budget .................................................................................................... 20

Cash Balances and Reserves ...................................................................................................... 21

Debt Service ................................................................................................................................. 23

Appendices ................................................................................................................................... 25

Appendix A: Foundation and Other Restricted Support ........................................................ 26

Appendix B: 2020-21 Rate Schedule Detail .............................................................................. 28

Appendix C: Student Discounting ............................................................................................. 33

Appendix D: 2020-21 Enrollment Detail................................................................................... 34

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OVERVIEW In the Board of Trustees meeting on June 12th, we presented and received approval for a Provisional Budget for Fiscal Year 2020-21 which included the projection of a $24 million shortfall in revenues as a consequence of impacts from COVID-19 on university operations. The projected shortfall was based on a substantial decrease in state funding, expected declines in enrollment, and lower demand for Housing & Dining, as well as other Auxiliary Services and related sources of revenue. Those impacts imposed on UNC the necessity of fiscally responsive measures to offset the declining revenue. To that end, the Provisional Budget presented a plan to address the shortfall to include three different elements:

1. Previously identified reductions of $6 million achieved as the result of several initiatives implemented in the Spring and Summer, including summer furloughs, operating expense limitations, seasonal utility savings, the elimination of planned salary increases, and travel restrictions.

2. Planned efforts to identify temporary and permanent reductions of $10 million through the work of the Financial Task Force.

3. An $8 million negative variance in Operating Reserves—the use of $7 million of reserves as compared to previously planned growth of $1 million.

The efforts undertaken by the Financial Task Force have been successful in identifying and implementing the necessary cost-savings initiatives, putting students first both in terms of their educational experience and the health and well-being of our campus community. Furthermore, it is appropriate to recognize that the financial impact of these actions could have been much greater if not for the diligent effort of the entire campus community over the previous two years to implement the steps required to move UNC to a more fiscally responsible position. This document presents the recommended Revised Budget for Fiscal Year 2020-21, including an update to revenue projections, as well as the result of the cost-savings actions which have been taken. As an outcome of this unprecedented change to the standard budgeting process and schedule, we have the distinct advantage of projecting revenue based on actual enrollment data at Fall Census, and the distinct disadvantage of a lack of historical reference for modeling under such circumstances. Our financial status will continue to be reevaluated throughout the year as enrollment fluctuations, state funding, or economic recovery could change our outlook and cause us to adjust our approach, for both the current and future fiscal years. As shown in Table 1, the Fall 2020 student headcount at census (September 4th) is 8,135 Undergraduate students and 2,847 Graduate students, for a Total Student Headcount of 10,982, a change of -10.3% from Fall 2019. The Undergraduate headcount represents a shortfall of 350 students (-4.1%) from the Provisional Budget projection, and a reduction of 1,191 students (-12.8%) from the actual Fall 2019 enrollment headcount. The Graduate headcount represents a shortfall of 69 students (-2.4%) from the Provisional Budget projection, and the same reduction from Fall 2019, since the Provisional Budget assumed Graduate enrollment to be equal to the prior year.

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OVERVIEW Table 1. Fall Census Student Enrollment Trends

The Provisional Budget assumed a Fall occupancy for Residence Halls of 1,830 students, about 60% of design capacity, plus 100% occupancy of 394 students in Arlington Park. Actual occupancy as of census for Residence Halls was 1,946 students, about 64%, or about 74% of the reduced COVID capacity. Arlington Park housed 344 students at census, about 87% occupancy, which would normally be expected to increase over the academic year. With those enrollment and occupancy values, as well as corresponding impacts on other revenue sources related to the reduced level of on-campus activity, the Net Operating Revenue budget for Fiscal Year 2020-21 is $177.0 million, as shown below in Table 2. The table also shows a summary of the budget for Operating Expenses after cost savings actions, to arrive at the budget for University Reserves: a net outflow of $6.0 million vs. $7.0 million previously projected.

FY19 FY20 FY21Fall '18 Fall '19 Fall '20Census Census Census

New First-Time (Degree Seeking) 1,962 1,817 1,517 1,361 -25.1%New Transfer (Degree Seeking) 719 691 650 598 -13.5%Continuing (Degree Seeking) 6,219 5,946 5,446 5,573 -6.3%Non-Degree Seeking 976 872 872 603 -30.8%Total Undergraduate Headcount 9,876 9,326 8,485 8,135 -12.8%Fall Undergraduate FTE 8,321 7,982 7,197 6,965 -12.7%

New First-Time Domestic (Degree Seeking) 846 930 930 920 -1.1%New International (Degree and Non-Degree) 45 32 32 25 -21.9%Continuing (Domestic and International) 1,819 1,712 1,712 1,696 -0.9%All Domestic (Non-Degree Seeking) 276 242 242 206 -14.9%Total Graduate Headcount 2,986 2,916 2,916 2,847 -2.4%Fall Graduate FTE 1,719 1,612 1,612 1,624 0.7%

Total Student Headcount 12,862 12,242 11,401 10,982 -10.3%Total Student FTE 10,040 9,594 8,809 8,589 -10.5%

GRADUATE

Fall '20 Provisional

Budget% Change

FY20 to FY21 Fall Census

UNDERGRADUATE

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OVERVIEW Table 2. FY21 Operating Budget Summary (in millions)

Figure 1. FY21 Net Revenue (Details of UNC’s operating revenue; does not include grants, contracts, or capital revenue.)

FY20 Actual

FY21 PreCOVID

BudgetFY21

BudgetVariance

fav/(unfav)Gross Operating Revenue

Undergraduate Tuition and Fees 97.2$ 97.8$ 86.1$ (11.7)$ Institutional Financial Aid (Discounting) (27.2) (27.6) (23.0) 4.6Undergraduate Net Tuition & Fee Revenue 70.0$ 70.2$ 63.2$ (7.0)$ Graduate Tuition and Fees 33.6 33.0 33.8 0.8$ Graduate Institutional Aid (5.1) (5.2) (4.9) 0.3Graduate Net Tuition & Fee Revenue 28.5$ 27.8$ 28.9$ 1.1$ Room & Board 28.9 29.5 22.3 (7.2)$ Room & Board Waivers (0.9) (0.9) (0.8) 0.1Net Room and Board Revenue 28.0$ 28.6$ 21.5$ (7.1)$

Total Net Student Revenue 126.5$ 126.6$ 113.6$ (13.0)$ State Support 47.1 49.4 19.8 (29.6)$ Federal CARES Act Support - - 24.9 24.9Foundation Support 5.0 6.0 6.8 0.8 Other Revenue 15.2 17.3 11.9 (5.4)

Total Non-Student Revenue 67.3$ 72.7$ 63.5$ (9.2)$ Net Operating Revenue 193.8$ 199.3$ 177.0$ (22.3)$ Expenditures

Personnel Expenses 128.4 132.1 123.1 9.0$ Non-personnel Expenses 36.6 44.6 39.4 5.2Debt and Lease Payments 11.6 11.7 11.7 (0.0)Multiyear Projects 2.7 3.0 2.5 0.5

Total Operating Expenditures 179.3$ 191.4$ 176.6$ 14.8$ Capital Transfers (Foundation and Institutional) 4.7 6.8 5.9 0.9

Total Expenditures 184.0$ 198.2$ 182.5$ 15.7$ Total Operating Inflow/(Outflow) 9.8$ 1.1$ (5.5)$ (6.6)$

Balance Sheet Changes/Timing (3.2) - (0.5) (0.5) UNIVERSITY RESERVES INFLOW/(OUTFLOW) 6.6$ 1.1$ (6.0)$ (7.1)$

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OVERVIEW Over the past few months, the Financial Task Force explored and prioritized the most effective methods of achieving the required savings to offset the fiscal impacts of the pandemic while maintaining the excellence of service to our students. The Financial Task Force, including more than 30 members from faculty, students, staff, and administrators, along with President Feinstein, felt strongly that employee salaries should remain intact unless savings could not be found elsewhere. At this time, other than the ten percent salary reduction already taken by the Cabinet, there will be no pay reductions for faculty or staff. University-wide cost savings measures included extending travel reductions implemented in the Spring, reducing relocation moving expense provisions, reducing professional development funds, reducing the central budget for search firms, and implemented policy changes that reduced bank service charges and merchant card fees. UNC has also offered an early retirement option to faculty and classified staff with 15 or more years of service. We have received 42 applications for the early retirement package: 30 from classified staff, and 12 from faculty. However, with consideration to the timing and retirement package offerings, almost all of the related savings will benefit future fiscal year budgets. In addition to summer furloughs already enacted and the early retirement opportunity, UNC has eliminated, or will hold open, more than 70 vacant positions and implemented 20 layoffs as a result of decreased demand for services in the areas affected. Consistent with the Provisional Budget overall target of $16.0 million in cost savings, each Vice President was given a target for cost reductions after taking into account the savings expected from University-Wide strategies. Consideration was also given to the proposed options for savings that each Vice President presented to the Financial Task Force. The resulting savings actions were reviewed by the task force, approved by President Feinstein, and are now in the process of being implemented. The target was met and exceeded, with total savings of $17.3 million anticipated in FY21, resulting in a reduction in the necessary usage of Operating Reserves to cover the remaining shortfall.

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OVERVIEW Table 3. Summary of Cost Savings by VP/Division

FY21 PreCOVID Expense Budget (1) Target

Net Cost Savings (2)

Over/(Under) Target

Savings as % of Budget

President 890,715$ (93,827)$ (93,828)$ 1$ -10.5%Board of Trustees 1,069,929 (80,611) (167,032) 86,421 -15.6%Academic Affairs 98,689,955 (4,356,613) (5,278,881) 922,268 -5.3%Finance and Administration 38,245,010 (3,144,832) (5,091,537) 1,946,705 -13.3%Student Affairs 38,899,531 (4,852,605) (5,145,187) 292,582 -13.2%University Advancement 5,814,897 (314,984) (323,446) 8,462 -5.6%Athletics 10,073,391 (813,259) (883,051) 69,792 -8.8%

Subtotal Divisions 193,683,428$ (13,656,731)$ (16,982,962)$ 3,326,231$ -8.8%Multi-Year Projects (excluding savings in Divisions 2,978,760 (260,300) (260,695) 395 -8.8%Vacancy Savings (6,058,975) 200,000 500,000 (300,000) -8.3%Central Expenses 7,579,769 (2,282,973) (1,097,172) (1,185,801) -14.5%

Subtotal Central and Multi-Year 4,499,554$ (2,343,273)$ (857,867)$ (1,485,406)$ -19.1%Balance Sheet and Timing Change -$ -$ 537,919$ (537,919)$ 0.0%Total 198,182,982$ (16,000,004)$ (17,302,910)$ 1,302,906$ -8.7%(1) FY21 PreCOVID expense budget includes capital transfers and estimated compensation increases.

(2) Net Cost Savings shown excludes the impact of $2.2M in offsetting accounting adjustments to revenue and expenses.

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OPERATING BUDGET TUITION, FEE, AND ROOM AND BOARD RATES

For FY21, as approved by the board in June:

• No increase for undergraduate resident, undergraduate non-resident, or WUE tuition. • No increase in graduate tuition rates. • No increase to library fee, capital fee, or the student LEAF $20 annual fee. • Increase the technology fee $20 annually (5.9%). • Increase the student activity fee by $55 annually (5.8%). • Increase Room and Board rates by an average of $123 annually (1.1%).

Table 4 summarizes the effect of the changes on the pricing for resident undergraduate students. Table 4. Annual Undergraduate Resident Price

The pricing for graduate students varies by program, considering market and competitive landscape (detailed in Appendix B).

Tuition and Fees FY20 FY21 $ Increase % IncreaseTuition (student share) 7,596$ 7,596$ -$ 0.0%

Student Activity Fees 942$ 997$ 55$ 5.8%LEAF 20 20 - 0.0%Technology Fee 341 361 20 5.9%Library Fee 150 150 - 0.0%Capital Fee 937 937 - 0.0%

Subtotal Fees 2,390$ 2,465$ 75$ 3.1%Tuition and Fees 9,986$ 10,061$ 75$ 0.8%

Typical Room and Board* 11,562 11,685 123 1.1%Total Cost of Attendance* 21,548$ 21,746$ 198$ 0.9%

For f inancial aid purposes the cost of attendance includes things such as transportation and books.

*This is the direct cost of attendance (tuition, fees, room & board-Tier 3 rooms w ith 14 meal plan).

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OPERATING BUDGET FINANCIAL AID AND INSTITUTIONAL DISCOUNTING

UNC continues to invest in institutionally funded scholarships, graduate tuition and fee waivers, room and board waivers, and graduate assistantship stipends as part of our overall pricing strategy. Total financial aid available to UNC students from all sources (state, federal, institutional, private, and loans) for FY21 is estimated at $125.6 million, as shown in Table 5 and Figure 2. Table 5. Financial Aid by Funding Source

Figure 2. Total Financial Aid $125.6 Million

Aid Type and SourceFY20

BudgetFY20

ActualFY21

Budget

FY20 Actual to FY21 Budget

ChangeGrants & Scholarships

State 7,813,678$ 7,857,603$ 8,008,898$ 151,295$ Federal 15,352,085 14,017,637 12,826,044 (1,191,593) UG Institutional(a) 29,357,386 27,197,910 22,983,557 (4,214,353) UG Room & Board Waivers(a) 1,090,448 957,964 781,000 (176,964) GR Institutional(a) 5,204,364 5,112,283 4,878,983 (233,300) UNC Foundation (UG & GR)(b) 4,391,000 4,372,473 4,391,000 18,527 Private 6,943,910 5,509,596 5,038,803 (470,793)

Subtotal Grants & Scholarships 70,152,871$ 65,025,465$ 58,908,285$ (6,117,180)$ Loans-All Sources 79,210,166 71,731,593 66,654,093 (5,077,500) Total Financial Aid 149,363,037$ 136,757,058$ 125,562,378$ (11,194,680)$ (a) Total Institutional Aid 35,652,198$ 33,268,156$ 28,643,540$ (4,624,616)$ (b) UNC Foundation 4,391,000 4,372,473 4,391,000 18,527 Total Discounting 40,043,198$ 37,640,629$ 33,034,540$ (4,606,089)$

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OPERATING BUDGET UNDERGRADUATE DISCOUNTING

The recommended FY21 budget includes a $28.0 million investment in undergraduate financial aid, housing discounting, and Foundation funded scholarships as shown in Table 6. Table 6. Undergraduate Institutional Aid Allocation

There are two types of discount rate: (1) the institutional discount rate and (2) the student discount rate. Budget discussions use the institutional discount rate—the percentage of tuition and fee revenue we use for scholarships and waivers—because it addresses the financial impact on UNC of offering institutional scholarships and waivers. Tables 7 and 8 show the institutional discount rate for tuition and fees and room and board. For additional information about the student discount rate, which compares a student’s financial aid from all sources to their full cost of attendance, see Appendix C. Table 7. Undergraduate Tuition Discounting

Table 8. Undergraduate Room and Board Discounting

Aid Type FY20 ActualFY21

Budget


Change

Need-Based $ 7,734,298 $ 6,267,728 $ (1,466,570)Athletics 4,620,678 4,670,276 49,598 Merit 12,094,256 9,814,906 (2,279,350)Talent 301,571 244,735 (56,836)Match 878,815 713,189 (165,626)Other 1,568,292 1,272,723 (295,569)Subtotal Undergraduate Institutional Aid $ 27,197,910 $ 22,983,557 $ (4,214,353)Room and Board Waivers 957,964 781,000 (176,964)Foundation Funded Scholarships 4,229,244 4,256,000 26,756

Total $ 32,385,118 $ 28,020,557 $ (4,364,561)

Undergraduate Tuition & Fees (Main & Extended) $ 95,389,717 $101,150,529 $102,668,388 $ 97,220,746 $ 86,145,114

Institutional Aid (23,449,422) (30,294,507) (28,317,500) (27,197,910) (22,983,557)Discounted Revenue $ 71,940,295 $ 70,856,022 $ 74,350,888 $ 70,022,836 $ 63,161,557 Discount Percent 24.6% 29.9% 27.6% 28.0% 26.7%

FY17 ActualFY21

BudgetFY19

ActualFY18

ActualFY20

Actual

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OPERATING BUDGET GRADUATE DISCOUNTING

Institutionally funded financial aid for graduate students includes tuition and fee waivers for students who are awarded teaching, research or administrative assistantships, as well as a limited number of scholarships. Stipends associated with graduate assistantships are accounted for as a personnel expense.

The recommended budget includes a decrease in institutional scholarships and waivers of $0.2 million from the FY20 actuals. Approximately 14.4% of graduate tuition and fee revenue is to be used for discounting, which is reduced significantly from prior years. The process for GA/TA allotments also changed for FY21 and each college dean was provided a budget for tuition, fees, stipend and Graduate Dean Scholarships for the entire college with suggested GA budgets for each graduate program. The suggested budgets were based on the previous year’s allotment, minus a percentage cut. The process change enabled the deans to have control of the funds and redistribute them according to program needs. Tables 9 and 10 show the financial impact of the graduate tuition rates and discounting in the recommended budget. Table 9. Graduate Institutional Aid Allocation

Table 10. Graduate Tuition Discounting

Aid Type FY20 ActualFY21

Budget


ChangeWaivers $ 4,699,010 $ 4,338,483 $ (360,527)Scholarships 413,273 540,500 127,227 Subtotal Graduate Institutional Aid $ 5,112,283 $ 4,878,983 $ (233,300)Foundation Funded Scholarships 143,229 135,000 (8,229)

Total $ 5,255,512 $ 5,013,983 $ (241,529)

Graduate Tuition & Fees (Main & Extended) $ 32,236,827 $ 34,376,812 $ 33,706,929 $ 33,652,951 $ 33,818,708

Institutional Aid (5,448,197) (5,856,525) (5,557,106) (5,112,283) (4,878,983)Discounted Revenue $ 26,788,630 $ 28,520,287 $ 28,149,823 $ 28,540,668 $ 28,939,725 Discount Percent 16.9% 17.0% 16.5% 15.2% 14.4%

FY21 Budget

FY19 Actual

FY17 Actual

FY18 Actual

FY20 Actual

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OPERATING BUDGET ENROLLMENT AND TUITION REVENUE ASSUMPTIONS

Tuition revenue assumptions reflect rate changes as well as anticipated full time equivalent (FTE) enrollment. Rate schedules are in Appendix B; enrollment information is in Appendix D. Assumptions in the recommended budget include the following:

• The FY21 undergraduate FTE enrollment is budgeted to be 13.2% less than the FY20 actual (Table 11). Flat tuition rates for all populations and the decrease in enrollment will result in a decrease of $6.9 million in net undergraduate revenue over the FY20 actual (Table 12).

• The FY21 graduate FTE enrollment is expected to be 1.1% more than the FY20 actual (Table 13). Flat tuition rates for all populations, the increase in enrollment and a $0.2 million decrease in graduate discounting, will result in an increase of $0.4 million in net graduate revenue over the FY20 actual (Table 14).

Table 11. Undergraduate Enrollment (FTE=30 credit hours/year)

Table 12. Undergraduate Tuition Revenue

FTE %Main Campus Resident 6,354 6,374 5,693 (682) (10.7%)Non-Resident 591 503 413 (90) (17.8%)WUE 592 585 503 (82) (14.1%)Subtotal Main Campus 7,537 7,462 6,609 (854) (11.4%)Extended Campus 660 650 431 (219) (33.7%)Total Enrollment 8,197 8,112 7,040 (1,072) (13.2%)

FY20 Budget

FY20 Actual

FY21 Budget

FY20 Actual to FY21 Budget Change

$ %Main CampusResident 53,984,616$ 53,380,411$ 47,277,224$ (6,103,187)$ (11.4%)Non-resident 12,209,502 10,242,482 8,565,779 (1,676,703) (16.4%)WUE 9,269,546 8,874,984 7,877,376 (997,608) (11.2%)Subtotal Main Campus 75,463,664$ 72,497,877$ 63,720,378$ (8,777,499)$ (12.1%)Extended Campus 5,509,664 5,338,507 4,816,231 (522,276) (9.8%)Total Tuition 80,973,328$ 77,836,384$ 68,536,610$ (9,299,774)$ (11.9%)Total Fees 20,701,154 19,384,362 17,608,504 (1,775,858) (9.2%)Total Tuition & Fees 101,674,482$ 97,220,746$ 86,145,114$ (11,075,632)$ (11.4%)Undergraduate Institutional Aid (29,357,386) (27,197,910) (22,983,557) 4,214,353 (15.5%)Net Undergraduate Revenue 72,317,096$ 70,022,836$ 63,161,557$ (6,861,279)$ (9.8%)

FY20 Budget

FY20Actual

FY21 Budget


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OPERATING BUDGET Table 13. Graduate Enrollment (FTE=24 credit hours/year)

Table 14. Graduate Tuition Revenue

FTE %Main Campus Resident/WICHE Master's 344 433 504 71 16.3%Resident/WICHE Doctoral 209 185 189 4 2.2%Non-Resident Master's 111 137 92 (45) (33.0%)Non-Resident Doctoral 70 73 71 (2) (3.0%)Subtotal Main Campus 734 828 856 27 3.3%Extended Campus 1,335 1,318 1,315 (3) (0.2%)Total Enrollment 2,069 2,146 2,171 25 1.1%

FY20 Budget

FY20 Actual

FY21 Budget


$ %Main Campus Resident/WICHE Master's 5,028,505$ 6,299,237$ 7,381,217$ 1,081,980$ 17.2%Resident/WICHE Doctoral 3,288,050 2,940,035 3,004,288 64,253 2.2%Non-Resident Master's 3,024,357 3,209,688 2,149,207 (1,060,481) (33.0%)Non-Resident Doctoral 2,100,394 2,200,950 2,134,140 (66,810) (3.0%)Colo Schl of Public Health 311,537 327,555 327,555 0 0.0%Subtotal Main Campus 13,752,843$ 14,977,465$ 14,996,407$ 18,942$ 0.1%Extended Campus 18,041,195 17,156,883 17,121,564 (35,319) (0.2%)Total Tuition 31,794,038$ 32,134,348$ 32,117,971$ (16,377)$ (0.1%)Total Fees 1,807,104 1,518,603 1,700,738 182,135 12.0%Total Tuition & Fees 33,601,142$ 33,652,951$ 33,818,709$ 165,758$ 0.5%Graduate Institutional Aid (5,204,364) (5,112,283) (4,878,983) 233,300 (4.6%)Net Graduate Revenue 28,396,778$ 28,540,668$ 28,939,726$ 399,058$ 1.4%

FY20 Actual to FY21 Budget ChangeFY20 Budget

FY20Actual

FY21 Budget

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OPERATING BUDGET PERSONNEL

Personnel expenses in the FY21 revised budget are $5.3 million less than the FY20 actuals; changes are summarized in Table 15. The majority of the $5.3 million is the result of implementing the ASC model, eliminating or holding open more than 70 vacant positions, and implementing 20 layoffs as a result of decreased demand for services in the areas affected. Table 15. Personnel Expense Analysis

Table 16. Estimated Fringe Benefit Budget (in millions)

FY18 Actual

FY19 Actual

FY20 Actual

2-year change FY21

Faculty Salaries 46,805,375$ 46,860,287$ 43,487,709$ -7% 42,461,990$ (1,025,719)$ -2%Exempt Salaries 30,585,956 29,945,898 28,267,822 -8% 27,697,554 (570,268) -2%Classified Salaries 18,858,531 18,824,061 18,054,709 -4% 15,866,485 (2,188,224) -12%Grad Assistants TA/GA Stipends 5,904,846 5,602,005 4,922,738 -17% 4,194,317 (728,421) -15%Student & Other Wages 5,907,072 5,878,485 5,364,779 -9% 4,859,915 (504,863) -9%Fringe Benefits 30,420,140 30,360,662 28,253,617 -7% 27,977,550 (276,066) -1%

138,481,920$ 137,471,398$ 128,351,374$ -7% 123,057,812$ (5,293,562)$ -4%

Actual Trends Budget Change from FY20 Actual to FY21 Budget

Retirement 14.0$ Medical, dental, life and disability insurance 11.2 Workers compensation, unemployment and FICA 2.2 Leave, tuition waivers, EAP and other 1.8 Estimated Fringe Benefit Expenses 29.2$ Vacancy Savings (0.6) Total Fringe Benefit Budget 28.6$ Less portion funded by restricted and multi-year funds (0.6) Total Operating Budget Fringe Benefits 28.0$

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OPERATING BUDGET Table 17. Operating Budget

In millions FY20 Actual FY21 PreCOVID Budget FY21 BudgetVariance

fav (unfav)

REVENUESTuition-Undergraduate Main Campus 72,497,878 72,233,666 63,720,378 (8,513,288) Tuition-Graduate Main Campus 14,977,465 13,928,992 14,996,407 1,067,415 Tuition-Undergraduate Extended Campus 5,338,507 5,986,818 4,816,231 (1,170,587) Tuition-Graduate Extended Campus 17,156,883 17,529,592 17,121,564 (408,028) Student Fees 14,595,185 15,087,732 13,943,784 (1,143,948) Academic Fees - Main Campus 6,182,012 5,942,745 5,245,913 (696,832) Academic Fees - Extended Campus 125,768 128,331 119,545 (8,786) Room and Board 28,876,478 29,519,474 22,255,209 (7,264,265)

Subtotal Tuition, Fees and Room & Board 159,750,175 160,357,350 142,219,031 (18,138,319) Scholarships (Institutional Discounting) (27,611,183) (28,181,449) (23,524,057) 4,657,392 Graduate GA/TA Waivers (4,699,010) (4,596,283) (4,338,483) 257,800 R & B Waivers (957,964) (943,569) (781,000) 162,569

Subtotal Discounting (33,268,156) (33,721,301) (28,643,540) 5,077,761 NET STUDENT REVENUES 126,482,018 126,636,049 113,575,491 (13,060,558)

State Funding 47,079,463 49,433,437 19,816,875 (29,616,562) Federal Funding - - 24,875,245 24,875,245 Subtotal State/Federal Funding 47,079,463 49,433,437 44,692,120 (4,741,317) Foundation Restricted Gifts for Operations 3,267,884 3,484,640 3,343,107 (141,533) Foundation Restricted Capital Gifts 148,530 847,525 1,896,244 1,048,719 Foundation Unrest (design. for scholarships) 1,610,000 1,607,000 1,607,000 - Subtotal Foundation* 5,026,415 5,939,165 6,846,351 907,186 Other Auxiliary Services 7,968,272 6,753,190 4,793,422 (1,959,768) Restricted Grant Facilities/Admin Recovery 631,424 580,000 580,000 - Other Revenue 4,915,945 8,262,000 4,824,143 (3,437,857) Net Non-Operating Revenues 1,724,646 1,724,857 1,724,857 - Subtotal Other Revenue 15,240,287 17,320,047 11,922,422 (5,397,625)

NON-STUDENT REVENUES 67,346,165 72,692,649 63,460,894 (9,231,755) NET REVENUES 193,828,183 199,328,698 177,036,385 (22,292,313) EXPENDITURES

Faculty Salaries 43,487,709 44,941,452 42,461,990 2,479,462 Exempt Salaries 28,267,822 31,097,866 27,697,554 3,400,312 Classified Salaries 18,054,709 16,143,466 15,866,485 276,981 Graduate Stipends 4,922,738 4,872,123 4,194,317 677,806 Student and Other Wages 5,364,779 5,566,281 4,859,915 706,366 Fringe Benefits 28,253,617 29,527,623 27,977,550 1,550,073

Subtotal Personnel Expenses 128,351,374 132,148,811 123,057,812 9,090,999 Cost of Sales 3,509,788 3,960,596 3,310,483 650,113 Utilities 4,468,853 5,203,671 4,779,265 424,406 Travel 3,189,679 4,273,827 3,158,328 1,115,499 Services, Supplies, and Other Non-personnel 25,478,490 31,112,598 28,146,039 2,966,559

Subtotal Non-personnel Expenses 36,646,810 44,550,692 39,394,115 5,156,577 Debt Service on Bonds 10,507,291 10,503,718 10,503,718 - Capital Lease Payment 1,068,436 1,206,631 1,206,631 -

Subtotal Debt Payments 11,575,727 11,710,349 11,710,349 - Multiyear Projects 2,708,215 2,978,760 2,481,619 497,141

TOTAL OPERATING EXPENDITURES 179,282,126 191,388,612 176,643,895 14,744,717 Foundation Capital Transfer(s) 148,530 847,525 1,896,244 (1,048,719) Institutionally Funded Capital Transfer(s) 4,572,619 5,946,845 4,000,827 1,946,018

Subtotal Capital Transfers 4,721,150 6,794,370 5,897,071 897,299 TOTAL EXPENDITURES 184,003,276 198,182,982 182,540,966 15,642,016 TOTAL OPERATING INFLOW / (OUTFLOW) 9,824,908 1,145,716 (5,504,582) (6,650,298)

Balance Sheet Changes/Timing (3,189,500) - (537,919) (537,919) UNIVERSITY RESERVES INFLOW / (OUTFLOW) 6,635,408 1,145,716 (6,042,501) (7,188,217)

*See Appendix A page 26 for all Foundation support.

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OPERATING BUDGET SUMMARY OF CHANGES

Table 18. Summary of Changes FY20 Actual to FY21 Budget

FY20 Actual 193,828,000$ Primary Decreases

State Funding (27,263,000) Undergraduate Tuition and Fees (11,075,000) Room and Board (6,621,000) Other Revenue (3,145,000)

Primary IncreasesFederal CARES Act Support 24,875,000 Graduate Tuition and Fees 165,000 Discounting (decrease increases revenue) 4,606,000 Foundation Capital 1,666,000

Revenue Changes (16,792,000) FY20 Revenue Budget 177,036,000$

FY20 Actual 128,351,000$ Primary Decreases

Authorized Position Changes (1) (4,060,000) Adjustment to GA/TA (728,000) Adjustment to Student Wages (505,000)

Cost Changes (5,293,000) FY20 Personnel Budget 123,058,000$

FY20 Actual 36,647,000$ Primary Increases

Services, Supplies, and Other Non-Personnel 2,637,000 Utilities 310,000

Primary DecreasesCost of Sales (200,000)

Cost Increases 2,747,000 FY20 Non-Personnel Budget 39,394,000$

Debt Service on Bonds 10,504,000$ Capital Lease Payment 1,207,000

FY20 Debt Payments 11,711,000$ Multiyear Projects 2,482,000 Total Operating Expenditures 176,645,000$ (1) Net results of implementing ACS model, eliminating or holding open more than 70 vacant positions, and implementing 20 layoffs.

Net Revenue

Personnel Expenditures

Non-Personnel Expenditures

Debt

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OPERATING BUDGET Table 19. Disaggregation of Budget Information for Auxiliary Areas

Housing & Dining P&L (in millions)FY20

Actual

FY21 PreCOVID

BudgetFY21

BudgetVariance

fav/(unfav)

Room & Board 29.8$ 29.5$ 22.3$ (7.2)$ Room & Board Waivers (1.0) (0.9) (0.8) 0.1

Total Net Student Revenue 28.8$ 28.6$ 21.5$ (7.1)$ Other Revenue 3.7 4.6 2.3 (2.3)

Net Operating Revenue 32.5$ 33.2$ 23.8$ (9.4)$ Personnel Expenses 7.9 6.8 5.9 0.9Non-personnel Expenses 12.6 15.2 12.7 2.5Debt and Lease Payments 7.1 7.1 7.1 -

Total Expenditures and Debt Payments 27.6$ 29.1$ 25.7$ 3.4$ Capital Transfers - 0.8 - 0.8

Total Operating Inflow/(Outflow) 4.9$ 3.3$ (1.9)$ (5.2)$ Balance Sheet Changes/Timing - - 0.5 0.5

UNIVERSITY RESERVES INFLOW/(OUTFLOW) 4.9$ 3.3$ (2.4)$ (4.7)$

Parking Services P&L (in millions) Net Operating Revenue 1.6$ 2.0$ 1.0$ (1.0)$ Personnel Expenses 0.3 0.2 0.1 0.1 Non-personnel Expenses 0.8 0.9 0.7 0.2 Debt and Lease Payments 0.5 0.4 0.4 -

Total Expenditures and Debt Payments 1.6$ 1.5$ 1.2$ 0.3$ Capital Transfers 0.1 0.5 - 0.5

Total Operating Inflow/(Outflow) (0.1)$ -$ (0.2)$ (0.2)$ Balance Sheet Changes/Timing - - - -

UNIVERSITY RESERVES INFLOW/(OUTFLOW) (0.1)$ -$ (0.2)$ (0.2)$

University Center P&L (in millions) Net Operating Revenue 1.9$ 3.2$ 1.1$ (2.1)$ Personnel Expenses 0.8 0.9 0.6 0.3 Non-personnel Expenses 0.8 2.1 0.5 1.6 Debt and Lease Payments - - - -

Total Expenditures and Debt Payments 1.6$ 3.0$ 1.1$ 1.9$ Capital Transfers - - - -

Total Operating Inflow/(Outflow) 0.3$ 0.2$ -$ (0.2)$ Balance Sheet Changes/Timing - - - -

UNIVERSITY RESERVES INFLOW/(OUTFLOW) 0.3$ 0.2$ -$ (0.2)$

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MULTIYEAR PROJECTS The multiyear projects budget is conceptually like the capital budget. Projects and initiatives funded by the multiyear projects budget typically cross fiscal years and are distinguished from ongoing operations in one of two ways. They are either (1) exploratory in nature and to be reconsidered in light of the return on the investment after several years, or (2) to be completed by an individual faculty member or department within a set time period for a specific purpose (e.g., funds for a faculty member to set up a science lab). The FY21 multiyear projects impact on cash outflow is projected to be $2.5 million, down slightly from the FY20 actuals of $2.7 million (Table 20). The $2.5 million includes $2.3 million of new investments plus $0.2 million of expenditures on prior commitments. These investments include contracting with EAB Global for our Strategic Enrollment and Student Success (SESS) plan, investments in technology, faculty research, and faculty start-up packages.

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MULTIYEAR PROJECTS Table 20. Multiyear Projects

Actual FY20

Approved Initiatives

FY21

To Be Expended

FY21Core Projects

Strategic Enrollment and Student Success SESS Implementation 93,610$ 9,979$ 9,979$ EAB Enrollment Contract - 78,810 78,810 Student Success Collaborative 243,750 162,500 162,500 Student Food Insecurity Project 35,349 40,000 40,000 LEAP 42,081 45,000 45,000 Subtotal Strategic Enrollment and Student Success 414,789 336,289 336,289

Equity and Diversity 1,531 - - Organizational Design and VSIP 576,733 - - Academic Portfolio

Accreditation 120,218 117,000 117,000 Program Review & Assessment 15,197 35,000 35,000 Subtotal Academic Portfolio 135,415 152,000 152,000

Research Scholarship and Creative WorksGrant Match Funds 345,000 352,779 392,450 Faculty Start-Up Packages 145,563 24,000 167,897 Faculty Awards & Development 153,218 79,240 79,240 Other Institutes 5,931 - - Center for Inclusive Excellence in STEM 13,850 45,027 45,027 Unrestricted Research Incentive 181,731 547,201 547,201 Subtotal Research Scholarship and Creative Works 845,293 1,048,247 1,231,815

1,973,761$ 1,536,536$ 1,720,104$

Information Management Plan 315,050 425,000 425,000

315,050$ 425,000$ 425,000$

Emergency Management - 100,000 100,000 Athletics NCAA Distribution 137,760 173,000 173,000 Emerging University Priorities 8,512 63,515 63,515 Innovation - Online Course Development 273,132 - -

419,404$ 336,515$ 336,515$ Grand Total 2,708,215$ 2,298,051$ 2,481,619$

Total Core ProjectsSupport Projects

Total Support ProjectsOther Multiyear Projects

Total Other Mulityear Projects

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CAPITAL BUDGET UNC’s facilities and capital equipment are our most significant asset and a critical consideration for our long-term financial health. For financial statement and Composite Financial Index (CFI) purposes, we report a capital assets book value of $289 million or 82% of our $354 million total assets. The book value, however, understates the economic value of our facilities and equipment. The following numbers give a better sense of the importance of our capital investment:

• Facilities building and infrastructure current replacement value (CRV) is $792 million. • Furniture and equipment (personal property) is insured at a value of $88 million.

Our current “audit” calculates our deferred maintenance on facilities at $203 million. The Association of Higher Education Facilities Officers (APPA) recommends that 1.5%-2.5% of the CRV of facilities be invested annually in capital projects. This equates to $12.0 - $20.0 million for UNC. Table 21. Current Replacement Value

Table 22 shows the recommended Capital Budget for FY21, which includes a $4.0 million investment in institutionally funded capital expenditures. FY21 institutionally funded capital expenditures are expected to be $5.6 million because several projects funded in prior years were carried forward, in part due to the COVID-19 slowdown at the end of FY20.

BuildingsShared

Infrastructure*Buildings &

Infrastructure Academic and Support Buildings 421,960,527$ 48,853,206$ 470,813,733$ 101,475,760$ 22%Buildings with Auxiliary Fee Revenue (Auxiliary-includes Residence and Dining Halls) 224,953,883$ 37,579,390$ 262,533,273$ 77,560,351$ 30%Buildings Funded with Dedicated Mandatory Student Fees 51,481,096$ 7,515,878$ 58,996,974$ 10,538,471$ 18%Totals 698,395,506$ 93,948,474$ 792,343,980$ 189,574,582$ 24%*Shared infrastructure includes HTHW piping, parking, roads, primary electrical, sanitary sewer, storm sewer, tunnel and water systems.

UNC Facilities Value and Deferred Maintenance

System

Current Replacement Value

Audit Value

% Audit to Replacement

Value

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CAPITAL BUDGET Table 22. Capital Budget

Prior Year Projects in Process

Original Approved

Budget

Expended in Prior Year(s)

To Be Expended

FY21

To Be Expended in Later Year(s)

Under/(Over) Original Budget

UNC-Funded ProjectsPrior year projects budgets less than $200,000 2,647,490$ 1,421,879$ 578,095$ 300,000$ 347,517$ Candelaria 0190/0140 renovation 284,076 7,013 - - 277,063 Kepner elevator modernization 214,260 17,801 146,459 50,000 - Michener plaza waterproofing 200,000 21,020 138,980 40,000 - Arts Annex darkroom ventilation 229,336 146,941 82,395 - - Energy performance completion funds 278,036 275,545 2,491 - - Gunter sim lab renovation 595,328 414,160 181,168 - - TK dish machine design & construction 500,000 321,514 178,486 - - Campus Rec Center storefront replacement 224,262 66,045 158,217 - - Central campus res hall paint & carpet 900,000 283,700 - - 616,300 Equipment funds 1,760,933 1,068,301 572,353 - 120,279 Subtotal UNC-Funded Projects 7,833,721 4,043,918 2,038,644 390,000 1,361,159

Restricted Capital GiftsParsons rooftop solar project 550,000 505,342 - - 44,658 Kepner 0060 renovation 55,814 47,229 - - 8,585 Jackson baseball scoreboard 54,056 54,869 - - (813) BH wrestling locker room reno 88,390 636 87,754 - - All-Steinway school piano purchase - - 340,920 - (340,920) Subtotal Restricted Capital Gifts 748,260 608,077 428,674 - (288,490)

State Capital AppropriationsMcKee chiller replacement 489,672 91,190 398,482 - - Fire sprinkler upgrade-McKee 996,364 874,773 121,591 - - Fire sprinkler upgrade-Frasier (Phase I) 1,611,931 1,190,046 421,885 - - COP fire sprinkler-Gunter (Phase II) 863,187 487,785 375,402 - - COP Frasier tunnel piping replc & abatement 339,146 290,676 48,470 - - COP Butler Hancock pool AHU replacement 937,268 891,146 46,122 - - Subtotal State Capital Appropriations 5,237,568 3,825,615 1,411,953 - -

Campus Commons (multi-year)Debt funding 23,600,000 25,105,358 2,259,957 - (3,765,315) State funding 38,000,000 38,000,000 - - - Restricted capital gifts from Foundation 12,000,000 6,036,380 1,555,324 50,000 4,358,296 Bridge funding from UNC capital reserves - - 642,981 (50,000) (592,981) Subtotal Campus Commons (multi-year) 73,600,000 69,141,738 4,458,262 - -

Total Prior Year Projects in Process 87,419,549$ 77,619,348$ 8,337,533$ 390,000$ 1,072,668$

Fiscal Year 2020-21 New Projects

Original Approved

Budget

Expended in Prior Year(s)

To Be Expended

FY21

To Be Expended in Later Year(s)

Under/(Over) Original Budget

UNC-Funded ProjectsFY21 projects with budgets less than $200,000 1,273,303$ 28,307$ 726,206$ 518,790$ -$ McKee chiller replacement supplemental funds 300,000 - 300,000 - - Replace TK dish machine 2 of 2 yrs 450,000 - 450,000 - - Replace BH synthetic fields 2 of 2 yrs 500,000 135,769 364,231 - - Facilities Master Plan 500,000 - 400,000 100,000 - Equipment funds 1,000,000 - 650,000 350,000 - Subtotal of Hold Projects 4,023,303 164,076 2,890,437 968,790 -

Restricted Capital GiftsRenovate swimming locker room 58,515 21,468 37,047 - - Subtotal Restricted Capital Gifts 58,515 21,468 37,047 - -

State Capital AppropriationsFire sprinklers-Michener 1,281,079 - 640,000 641,079 - Boiler #3 replacement 3,779,372 - 1,900,000 1,879,372 - Subtotal State Capital Appropriations 5,060,451 - 2,540,000 2,520,451 -

Total Fiscal Year 2020-21 New Projects 9,142,269$ 185,545$ 5,467,483$ 3,489,241$ -$

Total Capital Projects 96,561,818$ 77,804,893$ 13,805,016$ 3,879,241$ 1,072,668$ FY21 Change in Cash for UNC-Funded Projects 4,023,303$ 5,572,062$ (1,548,759)$

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GRANTS AND CONTRACTS BUDGET Table 23 includes the Grants and Contracts budget for FY21. The revenue detail by award is included in Appendix A.

Table 23. Grants and Contracts Budget

FY21 Budget

4,564,000$ 896,000 867,000 506,000

6,833,000$

1,050,000$ 1,350,000

185,000 130,000 10,000

220,000 100,000 720,000

3,765,000$

355,000$ 648,000 225,000 560,000

1,050,000 230,000

- 3,068,000$

6,833,000$

-$ REVENUE LESS EXPENSES

ScholarshipsTravelCapital

Subtotal Non-Personnel

TOTAL EXPENSES

Non-Personnel ExpenseOther CurrentPurchased ServicesSuppliesGrant F&A

GA/TA/GRA Tuition ScholarshipsClassified SalariesStudent WagesOther Wages Fringe

Subtotal Personnel

EXPENSE/TRANSFERSPersonnel Expense

Faculty SalariesAdmin Exempt SalariesGraduate Teaching Assistants

TOTAL REVENUE

REVENUEFederal GrantsState and Local GrantsUNC Foundation GrantsOther Private Grants

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CASH BALANCES AND RESERVES Table 24 shows cash balances at June 30, 2020, and the projected effect of the recommended FY21 budget on cash balances at June 30, 2021. In response to the COVID-19 pandemic, the federal government passed the CARES Act to provide relief to many industries, including higher education. Most of this funding received in FY20 will be spent in FY21. At June 30, 2020 federal CARES Act funds held a cash balance of $24.5 million; this amount will be fully expended in FY21 to partially offset the $27.3 million reduction in State funding. Table 24. Cash Forecast

Operating Cash Capital CashRestricted Funds(b) Total

Beginning Balance (06/30/2020)(a) $ 33,763,557 $ 16,181,216 $ 24,817,531 $ 74,762,304 Net Revenues 177,036,385 177,036,385 Expenditures and Debt Payments (176,643,896) (176,643,896) CARES Act Expenditures (24,487,707) (24,487,707) Capital Transfer (4,000,827) 4,000,827 - Institutionally Funded Capital Expenditures (5,572,062) (5,572,062) Foundation Capital Transfer (1,896,244) 1,896,244 - Foundation Capital Funded Expenditures (2,021,045) (2,021,045) State Capital Appropriations 3,951,953 3,951,953 State-Funded Expenditures (3,951,953) (3,951,953) Capital Financing 2,259,957 2,259,957 Captial Financed Expenditures (2,259,957) (2,259,957) Timing/Balance Sheet Changes (537,919) (537,919) Subtotal Inflows (Outflows) $ (6,042,501) $ (1,696,036) $ (24,487,707) $ (32,226,244)

Cash at 06/30/2021 (a) $ 27,721,056 $ 14,485,180 $ 329,824 $ 42,536,060 (a) UNC's cash low point at August 15th is typically $15-$20 million less than cash at June 30th.(b) CARES Act funding of 24,487,707 is included in beginning balance of Restricted Cash.

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CASH BALANCES AND RESERVES As shown in Table 25, the portion of uncommitted cash in central reserves is comprised of:

• A centralized uncommitted University reserve. • A risk management reserve that supplements and complements our insurance coverage,

including funding to meet our $50,000 property loss deductible, cover legal settlements, and fund potential future changes to our insurance structure. Additionally, consistent with market loss trends, UNC’s wind/hail deductible has increased to 5% of insured value, with a maximum exposure of $2.5 million.

• Capital reserves that allow projects to be fully funded at the time they are initiated and to address unexpected infrastructure failure.

Table 25. Committed and Uncommitted Cash

FY19 FY20End End Begin End

06/30/19 06/30/20 07/01/20 06/30/21Committed Cash

Operating Budget(1) 19,598,353$ 20,832,081$ 20,832,081$ 20,832,081$ Capital Projects 3,299,796 3,457,177 7,480,480 1,783,617 Restricted Funds

CARES Act Funding - 24,487,707 24,487,707 - Other Restricted Funds 1,054,666 329,824 329,824 329,824

Sub-total Committed Cash 23,952,815$ 49,106,789$ 53,130,092$ 22,945,522$ Reserves

Operating Reserve 6,296,067$ 12,931,476$ 12,931,476$ 6,888,975$ Capital Reserves 12,238,454 12,724,039 8,700,736 12,701,563 Restricted Reserves - - - - Sub-total Reserves 18,534,521$ 25,655,515$ 21,632,212$ 19,590,538$

Cash at 06/30(2) $ 42,487,336 $ 74,762,304 $ 74,762,304 $ 42,536,060 (1) Operating cash is essentially depleted at the August 15th cash low point each year. (2) UNC's cash low point at August 15th is typically $15-$20M less than cash at June 30th.

FY21 Projections

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DEBT SERVICE Table 26. Fixed Rate Debt Service Schedule (2014A, 2015A, 2016A, 2018A, 2018B and 2019A Bond Issues)

202020212022202320242025202620272028202920302031203220332034203520362037203820392040204120422043204420452046Total

Year Aggregate Debt Service

Auxilliary Services Debt

Service(Aux)

Arlington Park Debt Service

(Aux)

Parking Services Debt

Service (Prk)

10,507,291$ 6,123,218$ 968,693$ 450,847$

10,507,653 6,132,377 966,353 450,658 1,361,414 1,596,850

Health Ctr, Rec Ctr, Athletics Debt Service

(Std Fee)

Campus Commons Debt

Service (Std Fee)

10,503,718 6,126,123 966,353 450,780 1,364,361 1,596,100 1,365,033$ 1,599,500$

11,190,672 6,134,633 1,644,227 452,353 1,362,459 1,597,000 10,503,392 6,125,371 968,347 449,057 1,363,467 1,597,150

11,217,647 6,827,735 1,323,496 499,918 967,747 1,598,750 11,224,330 6,835,141 1,324,246 502,234 966,708 1,596,000

11,211,165 6,829,844 1,321,496 500,326 964,749 1,594,750 11,226,287 6,830,620 1,325,996 502,642 967,029 1,600,000

11,212,802 6,827,055 1,321,746 502,245 966,756 1,595,000 11,221,575 6,829,572 1,325,246 501,707 966,799 1,598,250

7,759,213 3,648,057 1,323,496 222,854 966,055 1,598,750 11,203,383 6,819,459 1,321,246 502,322 965,106 1,595,250

8,729,463 4,565,443 1,325,496 236,050 1,007,473 1,595,000 8,728,463 4,567,615 1,323,246 236,679 1,005,673 1,595,250

7,851,288 3,752,611 1,324,896 221,934 953,596 1,598,250 8,732,788 4,566,050 1,326,096 235,100 1,007,791 1,597,750

7,349,181 3,755,429 471,905 222,100 1,302,246 1,597,500 7,349,488 3,754,889 472,972 222,069 1,303,058 1,596,500

7,350,700 3,758,325 470,985 222,272 1,302,119 1,597,000 7,342,969 3,754,040 470,357 222,018 1,300,554 1,596,000

1,595,750 - - - - 1,595,750 2,481,244 - 471,035 - 414,959 1,595,250

1,597,500 - - - - 1,597,500 1,598,250 - - - - 1,598,250

1,596,000 - - - - 1,596,000 1,598,500 - - - - 1,598,500

213,390,708$ 114,563,610$ 23,757,928$ 7,806,166$ 24,145,154$ 43,117,850$

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DEBT SERVICE Table 27. Capital Lease Schedule

YearAggregate

Capital Lease

Dell Financial CISCO

Networking Equipment

CISCO Software Purchase

Energy Performance

Contract2020 1,206,631$ 102,832$ 300,131$ 86,000$ 717,668$ 2021 1,206,631 102,832 300,131 86,000 717,668 2022 1,206,631 102,832 300,131 86,000 717,668 2023 1,120,631 102,832 300,131 - 717,668 2024 1,120,631 102,832 300,131 - 717,668 2025 717,668 - - - 717,668 2026 717,668 - - - 717,668 2027 717,668 - - - 717,668 2028 717,668 - - - 717,668 2029 717,668 - - - 717,668 2030 717,668 - - - 717,668 2031 418,640 - - - 418,640 Total 10,585,801$ 514,158$ 1,500,655$ 258,000$ 8,312,988$

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APPENDICES

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APPENDIX A: UNIVERSITY FOUNDATION SUPPORT

Planned Expenditures FY21

FY20 Actuals FY21 BudgetFY21

ChangesRestricted Program Support

Athletics 614,675$ 524,963$ (89,712)$ Provost - 5,200 5,200 Library 325,891 367,894 42,003 EBS 243,599 285,504 41,905 HSS 341,079 252,989 (88,090) MCB 1,121,386 1,067,942 (53,444) NHS 65,215 128,170 62,955 PVA 84,998 165,364 80,366 Stryker Institute 198,579 276,443 77,863 Tointon Institute 101,737 168,425 66,688 Other 170,725 100,215 (70,510)

Total Restricted Program Support 3,267,884$ 3,343,107$ 75,223$ ScholarshipsInstitutional Scholarship Support 1,610,000$ 1,607,000$ $ (3,000)Restricted Scholarships

Named and Endowed Scholarships 4,039,827 3,875,000 (164,827) Athletics Scholarships 289,450 300,000 10,550 Greeley Promise & Other Scholarships 216,000 216,000 -

Total Scholarship Support 6,155,277$ 5,998,000$ (157,277)$ Capital Support

Campus Commons -$ 1,555,324$ 1,555,324$ PVA Pianos - 340,920 340,920 Jaccaud Garage Renovation (405) - 405 Gunter 1533/1630 Renovation cancellation (52,026) - 52,026 Jackson Baseball scoreboard replacement 54,056 - (54,056) BH Wrestling Locker Room Renovation 88,390 - (88,390) BH Swimming Locker Room Renovation 58,515 - (58,515)

Total Capital Support 148,530$ 1,896,244$ 1,747,714$ Grants

MCB Daniels Fund 495,994$ 250,000$ (245,994)$ Frontiers of Science 128,167 115,000 (13,167) Healthy Schools Professional Development System 147,626 - (147,626) UNCCRI Community Health 198,922 - Grants under $100,000 55,929 502,000 446,071

Total Grants Support 1,026,638$ 867,000$ (159,638)$ Total Foundation Support 10,598,329$ 12,104,351$ 1,506,022$

*Reflects the budget for funds that will be transferred to UNC and used in the current year. It does not reflect funds raised.

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Appendix A: Restricted Grants and Contracts Detail by Award

Federal Grants FY21 Budget

Project Climb 250,000$ UNC Student Support Services (SSS) TRIO 250,000 Upward Bound TRIO 302,000 McNair TRIO 200,000 Preparation for Interpreters 250,000 Bridging Blindness & Behavior 400,000 Options for Integrated Health 150,000 Computational Thinking 200,000 Grad Prep for CABAS 250,000 Factors Contributing to Outcomes 300,000 Under $100,000 2,012,000 Subtotal Federal Grants 4,564,000$

State GrantsUNC Center for Rural Education 270,000$ Under $100,000 626,000 Subtotal State Grants 896,000$

Non-Governmental GrantsImproving Classroom Culture 175,000$ Under $100,000 331,000 Subtotal Non-Governmental Grants 506,000$

UNC Foundation GrantsMCB Daniels Fund Ethics 250,000$ Frontiers of Science Grant 115,000 Under $100,000 502,000 Subtotal UNC Foundation Grants 867,000$

Total Restricted Grants and Contracts 6,833,000$

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APPENDIX B: 2020-21 RATE SCHEDULE DETAIL Main Campus Undergraduate Tuition Rates

Main Campus Tuition Academic YearFY20

ActualFY21

Budget $ Increase % IncreaseResident Tuition1

Undergraduate (15 credit hours per semester)Tuition 10,416$ 10,416$ -$ Less UNC COF Adjustment - (1,620) (1,620) College Opportunity Fund (COF) Stipend4 (2,820) (1,200) 1,620 Student Share of Tuition Net of Stipend 7,596$ 7,596$ -$ 0.0%

Non Resident Tuition2Undergraduate (15 credit hours per semester) 19,854$ 19,854$ -$ 0.0%

WUE Tuition3Undergraduate (15 credit hours per semester) 14,724$ 14,724$ -$ 0.0%

1Academic year rate includes tuition w indow of $50 per credit hour for the 13th through 16th credit in both FY20 and FY21. Normal rates apply for credits over 16.2Academic year rate includes tuition w indow of $143 per credit hour for the 13th through 16th credit in both FY20 and FY21. Normal rates apply for credits over 16.3Academic year rate includes tuition w indow of $173 per credit hour for the 13th through 16th credit in both FY20 and FY21. Normal rates apply for credits over 16.

Main Campus Per Credit HourFY20

ActualFY21

Budget $ Increase % IncreaseResident Tuition

Undergraduate (rate per credit hour up to 12 hours)1

Tuition 398.00$ 398.00$ -$ Less UNC COF Adjustment - (54.00) (54.00) College Opportunity Fund (COF) Stipend4 (94.00) (40.00) 54.00 Student Share of Tuition Net of Stipend 304.00$ 304.00$ -$ 0.0%

Non Resident Tuition2

Undergraduate (rate per credit hour up to 12 hours)2 791.50$ 791.50$ -$ 0.0%WUE Tuition3

Undergraduate (rate per credit hour up to 12 hours)3 570.25$ 570.25$ -$ 0.0%

1Per credit hour charge for credits 13-16 is $50 in both FY20 and FY21. Normal rates apply for credits over 16.2Per credit hour charge for credits 13-16 is $143 in both FY20 and FY21. Normal rates apply for credits over 16.3Per credit hour charge for credits 13-16 is $173 in both FY20 and FY21. Normal rates apply for credits over 16.

Differential Tuition1(per credit hour charge)

FY20Actual

FY21Budget $ Increase % Increase

ProgramScience/SES/Art 18$ 18$ -$ 0.0%Business 40$ 40$ -$ 0.0%Music/Theatre/Dance 36$ 36$ -$ 0.0%Nursing 64$ 64$ -$ 0.0%

1Differential Tuition does not apply to Liberal Arts Core courses or individual music lessons

Program Fees(per credit hour charge)

FY20Actual

FY21Budget $ Increase % Increase

ProgramCollege of NHS - Nursing Majors 17$ 17$ -$ 0.0%College of PVA - Theatre Arts and Dance Majors 32$ 32$ -$ 0.0%College of PVA - Music Majors 35$ 35$ -$ 0.0%College of PVA - Art and Design Majors 38$ 38$ -$ 0.0%GOAL - $4,500 per semester

4COF is applied to resident undergraduate credit hours, and w as $94 per credit hour in FY20 and $40 in FY21.

4COF is applied to resident undergraduate credit hours, and w as $94 per credit hour in FY20 and $40 in FY21.

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APPENDIX B: 2020-21 RATE SCHEDULE CONT. Main Campus Graduate Tuition Rates

ResidentRate Per

CH

Non-Resident Rate Per

CH

ResidentRate Per

CH

Non-Resident Rate Per

CHMaster's

MA Tier 1

Administrator License, Child & Adolescent Certificate, Cultural Studies & Equity Cert, Early Childhood SPED Endors, Geographic Info Science, SPEDGEN Endors, Most Master's programs in CEBS; Non-Degree Seeking, Education, Educational Psychology, Multilingual Education, Technology, Innovation and Pedagogy

$560 $1,112 $560 $1,112

MA Tier 2 Biomedical Science-MBS $610 $916 $610 $916

MA Tier 3

Art & Design, Appld Statistics/Resrch Mthds, Clinical Mntl Hlth Counseling, Communication, CommCouns-MA, EdS Progs: Ed Leadership-MA & EdS, Ed Leadership & Special Ed-EdS, Spec. Ed. School Psych-EdS, Schl Psych:App Behav Anl-EdS, English, Gerontology, Grad Interdis Degree Program, Higher Ed/Student Affrs Ldrshp, History, Marriage/Couples/Family Couns, Mathematics, Music Performance Cert, Rehabilitation Counseling, School Counseling, Sport and Exercise Science, Sociology, Speech-Language Pathology, Nursing:Family Nurse Prac-MS

$615 $1,150 $615 $1,150

MA Tier 4 Accounting-MAcc, BioSci, Chem, Earth Sciences-MA, MM-MUS progs, PSM, Nursing:AGACNP-MS, Nursing certs

$630 $1,182 $630 $1,182

Doctoral Doc Tier 1 Audiology-AuD $600 $1,216 $600 $1,216

Doc Tier 2

ASRM, Couns Ed, Couns Psych, Ed Psych, Educational Mathematics-PhD, Higher Ed & Std Aff Ldrshp-PhD, Rehab Sci, Schl Psych, SES, Tech Innovation Pedagogy, Biological Education-PhD, Chemical Education-PhD, Ed Studies EdD, Ed Leadership EdD, SPED, Music DA programs

$665 $1,258 $665 $1,258

Online only MBA $597 $597

Main Campus Graduate Tuition Rates

FY20 FY21

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APPENDIX B: 2020-21 RATE SCHEDULE CONT. Extended Campus Tuition Rates

FY20 FY21Rate Per

CHRate Per

CHMaster's, Specialist, Certificate, EndorsementCertificates or Endorsements (ABA, Autism, Composition, Geography, Gifted Ed, Math, Orientation/Mobility,TESOL) Dance Ed, Ed Psych, Education MAT progs (CLDE, Curric, Elem Ed, Eng Ed) GIDP Science Ed, Literacy, Math Teaching, Multilingual Ed, Music Ed, Phys Ed Phys Activity Leader, Secondary Pedagogy, Special Ed, Teaching ASL, Teaching Diverse Learners, Tech Innovation Pedagogy, Theatre Ed

$555 $555

Biomedical Science MBS, Bio MS Non-thesis, Dietetics MS, Sport Administration, Sport Coaching $580 $580Admin Lic, Clinical Mental Health Counseling MA, Criminology & Criminal Justice MA, Director of Gifted Ed Endorsement, Ed Leadership MA & EdS, Ed Leadership & Special Ed MA & EdS, Principal Licensure, School Counseling MA, School Psychology EdS, Spec Ed Dir Lic, Speech-Language Pathology MA, Teacher Leadership Certificate

$600 $600

Nursing: AGACNP MS, FNP MS, Non-Thesis-MS, AGACNP Cert, FNP Cert $640 $640Doctoral Animal Audiology Cert, Education Studies-EdD $600 $600Ed Leadership EdD, Higher Ed & Student Affairs Leadership-PhD, Nursing: AGACNP-DNP, FNP-DNP, DNP, Nursing Ed Cert, Nursing Education PhD, Special Education-PhD $640 $640

Extended Campus Graduate Tuition Rates

FY20 FY21Rate Per

CHRate Per

CHExtended Campus Undergraduate & Post-Baccalaureate ProgramsDietetic Internship Program $350 $350Comm Studies, Psychology and Sociology BA Degree Completion, Nursing 2nd Degree

$365 $365

Criminal Investigation Certificate $270 $270American Sign Language: English Interpretation BA Degree Completion, Dietetics BS or Didactic Program, Secondary Licensure

$415 $415

Nursing RN-BSN $465 $465Off Campus State Funded Undergraduate Programs (COF Eligible) Early Childhood Education, Early Elementary Education, Special Education BA programs at the Center for Urban Education in Denver

$398.00 $344.00

College Opportunity Fund (COF) Stipend ($94.00) ($40.00)CUE/Off Campus State-funded Program Fee $40.00 $40.00Total cost with COF stipend (up to 145 credit hours) $344.00 $344.00Extended Campus Professional Development, Independent Study, Dual Credit, Non-Credit, ContractIndependent Study Tuition: Undergraduate $255 $255Independent Study Tuition: Graduate $410 $410Intensive English Program-Remedial $360 $360Professional Development Credit, Contract Credit, Non-Credit or Continuing Education Unit, Dual Credit (High School) Varies Varies

Extended Campus Undergraduate Tuition Rates

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APPENDIX B: 2020-21 RATE SCHEDULE CONT. Mandatory Fees

User Fees

FY20Academic Per Credit Academic

Year Hour YearStudent Services Fee (CPI increase)1 942.00$ 49.85$ 997.00$ 55.00$ 5.8%LEAF-Leadership for Environmental Action Fund1 20.00 1.00 20.00 - 0.0%Capital Fee1 937.40 46.87 937.40 - 0.0%Technology Undergraduate Fee2 341.10 12.03 360.90 19.80 5.8%Technology Graduate Fee2 204.66 12.03 216.54 11.88 5.8%Library Undergraduate Fee2 150.30 5.01 150.30 - 0.0%Library Graduate Fee2 112.68 6.26 112.68 - 0.0%

2Undergraduate Technology and Library fees are based on 15 credit hours per semester. Graduate Technology and Library fees are based on 9 credit hours per semester.

FY21 Budget Increase

Mandatory Fees $ %

1Student Services, LEAF, and Capital fees are charged on the f irst 10 credit hours each semester. The academic year is based on 10 hours per semester.

FY20 FY21Actual Budget

Parking FeesStudent (annual) 285.00$ 285.00$ - Student/Faculty/Staff Commuter (annual) 190.00$ 180.00$ (10.00) Faculty/Staff (annual) 320.00$ 320.00$ -

Student Health Insurance Premium Plan (annual) 2,620.00$ 2,800.00$ 180.00 Study Abroad Application Fee 50.00$ 50.00$ - Study Abroad Program Fee 350.00$ 350.00$ - Admissions Fees -

Freshman Application 50.00$ 50.00$ - Four-Year Transfer 45.00$ 45.00$ - UNC Bound (Junior College transfer) 20.00$ 20.00$ - Graduate (U.S.) 50.00$ 50.00$ - International (Graduate and Undergraduate) 150.00$ 150.00$ -

Student Success Fee 260.00$ 260.00$ - Career Services Fees -

Teacher Employment Days 25.00$ 25.00$ -

$ Change

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APPENDIX B: 2020-21 RATE SCHEDULE CONT. Room and Board Rates

Student Fee Allocation Detail

Rate %Change Change

Tier 1 $5,090 $102 $5,192 2.00%Tier 2 $5,304 $106 $5,410 2.00%*Tier 3 $6,172 $123 $6,295 1.99%Tier 4 $6,650 $166 $6,816 2.50%

5 Meals Per Week + 300 Dining Dollars + 30 Bonus Meals (not an option for Freshman) $3,370 $0 $3,370 0.00%10 Meal Plan no Dining dollars (not an option for Freshman) $3,930 $0 $3,930 0.00%*14 Meal Plan + 200 Dining dollars per semester $5,390 $0 $5,390 0.00%19 Meal Plan + 150 Dining Dollars per semester $5,900 $0 $5,900 0.00%Any Meal/Any Time + 100 Dining dollars per semester $6,350 $0 $6,350 0.00%*Typical Room and Board (Tier 3 & 14 Meal Plan) $11,562 $123 $11,685 1.06%

Arlington Park Apartments (12 month contract)4 bedroom/2 bathroom $6,432 $132 $6,564 2.05%2 bedroom/1 bathroom $6,300 $132 $6,432 2.10%2 bedroom/2 bathroom $6,672 $132 $6,804 1.98%

Resident Hall Tiers w ere reduced from 6 to 4, in some cases actual rate amount increases and percentage changes differ from indicated.Residence Hall Tiers: Tier 1 Belford, Decker, Gordon, Sabin, Snyder, Wiebking, WilsonTier 2 Harrison, Sabin/Snyder Deluxes Tier 3 Bond, Brow n, Dickeson, Hansen-Willis, Law renson Eff iciencies, Law renson Apartments, Lujan, Turner Eff iciencies, UNC ow ned houses Tier 4 Law renson Suites, Turner Suites, North and South

Board Rates

Fiscal 2021 Budget

Annual

Room Rates

Fiscal 2020

Actual

Fee per credit hour

Annual Fee per Student

$49.85 $997.00

• Athletic Events • Student Programming • University Program Council• Asian/Pacific-American Student Services • Native American Student Services • Campus Bike Program• Performing Arts Events • Outdoor Pursuits • Bear Bus/Boomerang• Student Clubs & Organizations • UNC Counseling Center • Campus Recreation Center• César Chávez Cultural Center • Catalyst Social Justic Retreat • Center for Prevention Education• Gender and Sexuality Resource Center • Student Newspaper-The Mirror • Graduate Student Association• Student Senate • International Film Series • Office of Student Life • Marcus Garvey Cultural Center • Fraternity & Sorority Life • Club Sports • Center for International Education

$1.00 $20.00

$46.87 $937.40

$97.72 $1,954.40

LEAF

The Student Leadership for Environmental Action Fund (LEAF) provides support for capital infrastructure projects, sustainability education, and promoting environmental awareness on campus. The LEAF leadership team partners with both on and off campus organizations to promote sustainability.

Student Capital FeeThe Student Capital Fee supports bonded facility debt service and facility operations as well as capital repair and replacement.

Total

Student ServicesStudent services and support are funded by this portion of the Student Fees.The services funded include, but are not limited to:

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APPENDIX C: STUDENT DISCOUNTING

Resident Non-Resident WUE

5,373 331 489


≈ $7,800 ≈ $19,900 ≈ $14,700≈ $2,400 ≈ $2,400 ≈ $2,400≈ $11,200 ≈ $11,200 ≈ $11,200≈ $4,800 ≈ $4,800 ≈ $4,800

$26,000 - $27,000 $38,000 - $39,000 $34,000-$35,000

% of Resident Population

% of Non-Resident Population

% of WUE Population

12% 8% 11%33% 33% 44%26% 34% 24%21% 9% 12%6% 8% 4%2% 8% 4%0% 1% 0%


% with Award(s)⁵ 88% 92% 89%Typical Award Total⁶ $2,000 - $3,000 $6,000 - $7,000 $2,000 - $3,000

% with Award(s) 82% 89% 85%Typical Award Total $2,000 - $3,000 $4,000 - $5,000 $2,000 - $3,000



% with Award(s) 31% n/a n/aTypical Award Total $5,000 - $6,000 n/a n/a

% with Award(s) 18% 8% 12%Typical Award Total $2,000 - $3,000 < $1,000 $2,000 - $3,000

Tuition²

Total Grant/Scholarship Aid as a Percentage of Total Cost of AttendanceDegree-Seeking Domestic UG Students Enrolled Full-Time in Both Fall 2019 & Spring 2020

Number of Students¹

Typical Cost of Attendance (Based on 30 Credit Hours)

100% or more of COA

FeesTypical Room and BoardOther Costs (books, insurance, transportation, etc.)

Typical Cost of Attendance³

% of Total Cost of Attendance met with Grants/Scholarships⁴

No Grants/ScholarshipsSome Grants/Scholarships,

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APPENDIX D: 2020-21 ENROLLMENT DETAIL Table 1. Undergraduate Student Enrollment Trends

Table 2. Graduate Student Enrollment Trends

FY17 FY18 FY19 FY20 FY21Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020Census Census Census Census Census

Full-time Y 2,149 2,132 1,940 1,795 1,343Part-Time N 14 17 22 22 18

Total New First-Time Degree Seeking 2,163 2,149 1,962 1,817 1,361Traditional, Full-time Y 624 592 524 547 436Traditional, Part-Time N 111 132 121 88 1052nd Bachelor's N 53 81 74 56 57

Total New Transfer Degree Seeking 788 805 719 691 598Continuing Degree Seeking 6,144 6,146 6,219 5,946 5,573

HS Concurrent/Dual Enr. N 148 648 724 634 445All Other Non-Degree N 260 228 252 238 158

Total Non-Degree Seeking 408 876 976 872 6039,503 9,976 9,876 9,326 8,135

8,654 8,675 8,536 8,112 7,040projected

New Transfer (Degree Seeking)

Total Undergraduate Headcount

Fiscal Year Total Undergraduate FTE

Non-Degree Seeking

Population SubpopulationInst. Aid

Elig.New First-Time

(Degree Seeking)

FY17 FY18 FY19 FY20 FY21Fall 2016Census

Fall 2017Census

Fall 2018Census

Fall 2019 Census

Fall 2020 Census

New First-Time Domestic (Degree Seeking) 880 925 846 930 920

New International (Degree and Non-Degree Seeking)

62 72 45 32 25

Continuing (Domestic and International) 1,591 1,760 1,819 1,712 1,696All Domestic (Non-Degree Seeking) 224 235 276 242 206Total Graduate Headcount 2,757 2,992 2,986 2,916 2,847

projected2,191 2,146 2,170

Fiscal Year Total Graduate FTE2,081 2,267

Table of ContentsOverviewOverviewTable 1. Fall Census Student Enrollment Trends

OverviewTable 2. FY21 Operating Budget Summary (in millions)Figure 1. FY21 Net Revenue

OverviewOverviewTable 3. Summary of Cost Savings by VP/Division

Operating BudgetTuition, Fee, and Room and Board RatesTable 4. Annual Undergraduate Resident Price

Operating BudgetFinancial Aid and Institutional DiscountingTable 5. Financial Aid by Funding SourceFigure 2. Total Financial Aid $125.6 Million

Operating BudgetTable 6. Undergraduate Institutional Aid AllocationTable 7. Undergraduate Tuition DiscountingTable 8. Undergraduate Room and Board Discounting

Operating BudgetTable 9. Graduate Institutional Aid AllocationTable 10. Graduate Tuition Discounting

Operating BudgetEnrollment and Tuition Revenue AssumptionsTable 11. Undergraduate Enrollment (FTE=30 credit hours/year)Table 12. Undergraduate Tuition Revenue

Operating BudgetTable 13. Graduate Enrollment (FTE=24 credit hours/year)Table 14. Graduate Tuition Revenue

Operating BudgetPersonnelTable 15. Personnel Expense AnalysisTable 16. Estimated Fringe Benefit Budget (in millions)

Operating BudgetOperating BudgetSummary of ChangesTable 18. Summary of Changes FY20 Actual to FY21 Budget

Operating BudgetTable 19. Disaggregation of Budget Information for Auxiliary Areas

Multiyear ProjectsMultiyear ProjectsTable 20. Multiyear Projects

Capital BudgetTable 21. Current Replacement Value

Capital BudgetTable 22. Capital Budget

Grants and Contracts BudgetTable 23. Grants and Contracts Budget

Cash Balances and ReservesTable 24. Cash Forecast

Cash Balances and ReservesTable 25. Committed and Uncommitted Cash

Debt ServiceTable 26. Fixed Rate Debt Service Schedule

Debt ServiceTable 27. Capital Lease Schedule

AppendicesAppendix A: University Foundation SupportAppendix B: 2020-21 Rate Schedule DetailMain Campus Undergraduate Tuition Rates

Appendix B: 2020-21 Rate Schedule Cont.Main Campus Graduate Tuition Rates

Appendix B: 2020-21 Rate Schedule Cont.Extended Campus Tuition Rates

Appendix B: 2020-21 Rate Schedule Cont.Mandatory FeesUser Fees

Appendix B: 2020-21 Rate Schedule Cont.Room and Board RatesStudent Fee Allocation Detail

Appendix C: Student DiscountingAppendix D: 2020-21 Enrollment DetailTable 1. Undergraduate Student Enrollment TrendsTable 2. Graduate Student Enrollment Trends

Documents

Recommended Budget 2020-2021This document presents the recommended Revised Budget for Fiscal Year 2020-21, including an update to revenue projections, as well as the result of the